By Bill Walsh
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The head coach must be placed as the central figure in the organization, regardless of whether he is the top executive or decision maker. The players must know that the head coach is in complete command of the team (and their destiny) or he and his assistants may have difficulties getting them to respond appropriately. For example, a head coach with only one year left on his contract who is "hungouttodry" by an organization often finds it virtually impossible to govern the behavior of his players—particularly in those critical situations that always arise during the course of a season.
Probably the toughest thing a manager has to do with a winning team is to assess the strengths of those who got you there. Ironically, some of the best performers may not be the ones destined to continue to achieve. They may be coming off a career season. Everyone loves them. Making changes with people like these, at a time when loyalty might seem the natural human response, can appear almost incomprehensible to closeknit staffs and to the outside international. But they are part of the hard task of adapting to and confronting the success syndrome.
Safeties Ideal size: Weak: 62, 200 crew Ht Wt Merton Hanks San Francisco 49ers 6. 02 185 Steve Atwater Denver Broncos 6. 03 217 6. 03 201 workforce Ht Wt LeRoy Butler Green Bay Packers 6. 00 2 hundred Darren Woodson Dallas Cowboys 6. 01 216 6. 01 208 1997 Pro Bowlers general Ideal size: Strong: 63, 215 1997 NFC Pro Bowlers ordinary Page 141 Depending on the system that a team plays, a distinct difference can exist between the roles and responsibilities of a weak (free) safety and a strong safety.
The very nature of the game of American football exemplifies the extreme demands and sacrifices that are attendant to a situation where you're fighting or competing for your very existence. A total commitment on your part, a complete mobilization of your efforts and an unwavering level of concentration and focus are essential, not only to successfully compete, but to simply be competitive as you participate. To deal with and overcome adversity, several personal attributes are required. By degree, you must possess all of the following elements: • An inner confidence that has been tested.
The DOO should not be a high profile, highly visible, mediaoriented person. His work is best accomplished in a relatively private environment—without fanfare and in a professional and ethical manner. Similar to all members of top management, he should have a demeanor that is personable, positive, and supportive of everyone, without becoming too familiar with the organization's employees. Within the structure of the organization, the DOO must oversee any aspect of the organization that entails direct involvement with organizational efforts to acquire (i.